The Relationship between Unethical Behavior and the Dimensions of the Ethical Climate Questionnaire

By Dane K. Peterson. 2002

356 citations recorded by the source corpus.

Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/62acef6df76e12ce6584fff1168b482a2782fa4c

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Citations in the corpus

Developing and testing a measure for the ethical culture of organizations: the corporate ethical virtues model (2007, methodology): “Whereas the construct of ethical climate has been developed meticulously and tested extensively by its originators (Victor & Cullen, 1987, 1988) and others (Arnaud & Schminke, 2007; Peterson, 2002; Weber, 1995; Wimbush, Shepard, & Markham, 1997), the construct of ethical culture is, despite its sign”
The Effectiveness of Business Codes: A Critical Examination of Existing Studies and the Development of an Integrated Research Model (2007, background): “For example, the effectiveness of business codes has been studied from different theoretical perspectives, such as institutional theory (Weaver, 1995), contextual behavior perspective (Somers, 2001), organizational climate (Peterson, 2002), psychology (Finegan and Theriault, 1997), and information e”
Relationships between counterproductive work behavior, perceived justice and climate, occupational status, and leader-member exchange (2014, background): “Consonant with past research (Biron, 2010; Cohen-Charash, & Spector, 2001; Colquitt et al., 2001; Harris et al., 2007; Mayer et al., 2010; Peterson, 2002; Roch & Shanock, 2006; Vardi, 2001), the results of the two studies pointed to negative relationships between perceived organizational justice and”
Understanding unethical behavior by unraveling ethical culture (2011, methodology): “Their definition of ethical climate – ‘those aspects of work climate that determine what constitutes ethical behavior at work’ (1988: 101) – is much cited and their model and its corresponding questionnaire have often been used (e.g. Martin and Cullen, 2006; Peterson, 2002a, 2002b; Schminke et al., ”
Continuities and Extensions of Ethical Climate Theory: A Meta-Analytic Review (2006, background): “Importantly, a segment of work in the ECT domain has included the presence of firm codes of ethics into their analyses (e.g., Agarwal and Malloy, 1999; Peterson, 2002).”
Firm Newness, Entrepreneurial Orientation, and Ethical Climate (2004, methodology): “Ethical climate was assessed using the 26-item Ethical Climate Questionnaire (ECQ) developed by Victor and Cullen (1988), the most widely used instrument for assessing organizational ethical climate (Cullen et al., 1993; Fritzsche, 2000; Peterson, 2002).”
Examining the Link Between Ethical Leadership and Employee Misconduct: The Mediating Role of Ethical Climate (2010, background): “Peterson (2002) found that organizational deviance was lower in ethical caring climates.”
How to Measure Integrity Violations (2011, background): “…of misconduct, such as theft (Hollinger and Clark 1982, 1983; Greenberg 1990, 1997), aggression (Neuman and Baron 1997), lying (Grover 1997), or sexual harassment (Gutek 1985), or include a wide range of misconduct with no systematic categorization or analysis (Treviño et al. 1999; Peterson 2002).”
The Effects of Ethical Climates on Bullying Behaviour in the Workplace (2009, background): “This finding is also supported by the studies of Parboteeah and Kapp (2007), Peterson (2002b), Vardi (2001) and Wimbush et al. (1997b), who found similar relationships with unethical behaviour, organizational misbehaviour and law and code climates.”
The Effect of Perceived Ethical Climate on the Search for Sales Force Excellence (2004, neutral): “…that have explored ethical climate’s effect on ethical judgment and behavioral intentions (Barnett and Vaicys 2000), the relationship between unethical behavior and ethical climate (Peterson 2002), and ethical climate’s effect on organizational commitment (Cullen, Parboteeah, and Victor 2003).”
Negative reciprocity and the association between perceived organizational ethical values and organizational deviance (2010, methodology): “…serve as implicit (and sometimes explicit) organizational standards of conduct, acquired through direct conditioning (whereby behavior is rewarded or punished; e.g. Trevino et al., 2006; Vardi, 2001), or by observing others’ behavior and the reactions to it (Akers et al., 1979; Peterson, 2002).”